MKT0927 Auburn University Target Co Canada Case Study Paper I updated the textbook and all requirements of this assignment. Please follow the rubric t comp

MKT0927 Auburn University Target Co Canada Case Study Paper I updated the textbook and all requirements of this assignment. Please follow the rubric t complete this assignment. This assignment need to keep original, and will be checked by Turnitin.

This case study is belongs to Chapter 15, you can read the chapter 15 and then complete it.

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MKT0927 Auburn University Target Co Canada Case Study Paper I updated the textbook and all requirements of this assignment. Please follow the rubric t comp
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The essay need to provide multiple references to specific information presented in the chapter and/or learning materials.

I also updated the criteria of this case study. It’s very important!

We need to follow the criteria to write this assignment. Two page maximum for content.

The professor said to me: ” if you use sentences in textbook which I gave you, then you need direct links to the chapter content (including page #s) Target Canada
In 2012, Target expanded its business into Canada. The proximity to the U.S.
as well as Canadians’ familiarity with the brand made expansion across the
border seem like a natural step for the retail powerhouse. However, after only
two years, Target faced $2 billion in losses and announced plans to close all of
its Canadian stores. Here are some of the reasons the global expansion led to
an exit decision:
Target was initially able to minimize its capital costs by purchasing obsolete
stores from a former Canadian discount chain. While this gave Target quick
and affordable access to a high number of locations, the stores were not
designed for Target’s big box format. Also, the association created by locating
the new Targets in outdated spaces damaged its “Expect More, Pay Less” brand
Target compromised quality for speed to market. The company opened 124
stores in only two years, and essential parts of the business, such as inventory
planning, could not keep up with that pace. As a result, empty shelves and
stock outs were an issue. This was especially disappointing for Canadian
consumers, who were accustomed to seeing abundant merchandise in U.S.
Target faced stiff competition from Walmart, which has been present in
Canada since 1994. Historically, Target’s trendy and more fashionable
merchandise had helped the brand distinguish itself. However, its Canadian
assortment lacked these qualities, which put Target in the position of having to
compete on price, which is Walmart’s sustainable competitive
advantage. Walmart responded with a price war that they appear to have
Each of these factors put Target’s brand equity, one of its most precious assets,
at risk, and ultimately it was left with little choice but to pull out of the
market. While opportunity may still exist in the future for Target to re-enter
Canada, its failed first attempt is a good lesson for companies considering
expanding operations into new global regions.
1) Evaluate the three criteria for divestment for Target Canada. Did Target
Canada meet each criterion? Explain.
2) Imagine you were president of Target Canada at the time when Walmart started
the price war. How would you respond to the war? Was there any way to win?
Be sure to explain your answer here. Should they try to win? Explain why or
why not. Please be specific in your answers.
Remember to format your citations and references using APA or MLA format.
Two page maximum for content.
I updated the textbook and all requirements of this assignment. Please follow the
rubric t complete this assignment. This assignment need to keep original, and will be
checked by Turnitin.
This case study is belongs to Chapter 15, you can read the chapter 15 and then complete it.
I also updated the criteria of this case study. It’s very important!
We need to follow the criteria to write this assignment.
The professor said to me: ” if you use sentences in textbook which I gave you, then you need
direct links to the chapter content (including page #s)
The essay need to provide multiple references to specific
information presented in the chapter and/or learning materials.
Case Study Rubric 2019
Case Study Rubric 2019
This criterion is
linked to a
50.0 pts
44.0 pts
38.0 pts
25.0 pts
5.0 pts
The essay
The essay
The essay
The essay
answers the
answers the
does not
answer is vague
answer the
and supporting
clearly with
clearly but
evidence is
is lacking in
clearly but
irrelevant, or the
rather via
thinking is
It reflects
It meets
illogical. The
most of
logic. The
writer seldom
less than
develops enough
sound logic
points using
and provides
of the 50
fails to
detail to
satisfy the
concrete detail.
with one
make for a
The proportion
detail, which
or more
desire for
of generalities to
proof or
specific support
or illustration is
and citations.
Overall, the
This will
make for a
response. The
awareness of
projects a
and mature
the response.
50.0 pts
Case Study Rubric 2019
This criterion is
linked to a
Specifics from
the Applicable
30.0 pts
15.0 pts
0.0 pts
The essay provides
The essay provides some
The essay provides
multiple references to
references to specific
no references to
specific information
information presented in the
specific information
presented in the
chapter and/or learning
presented in the
chapter and/or
chapter and/or
learning materials.
While some references to the
learning materials.
30.0 pts
chapter content are provided,
they are either not clearly
linked to the chapter (ex: “on
page XX”) or not enough to
fully relate the case questions
to the learned material.
This criterion is
linked to a
Mechanics, and
20.0 pts
16.0 pts
10.0 pts
5.0 pts
All sentences
Most sentences
Most sentences
Sentences sound
are well
are well
are well
awkward, are
constructed and
constructed, but
and have
have varied
they have a
repetitive, or are
structure and
similar structure
difficult to
structure and
length. The
and/or length.
understand. The
length. The
author makes a
The author makes
author makes
author makes
few errors in
several errors in
numerous errors
no errors in
in grammar,
mechanics, and/or

mechanics, and/or
mechanics, and/or
spelling, but they
spelling that
spelling that
do not interfere
interfere with
interfere with
Total Points: 100.0
20.0 pts
David A. Aaker
Vice-Chairman, Prophet
Professor Emeritus, University of California, Berkeley
Christine Moorman
T. Austin Finch Sr. Professor of Business Administration
Fuqua School of Business, Duke University
George Hoffman
Veronica Visentin
Lise Johnson
Jennifer Manias
Gladys Soto
Lisa Wojcik
Nichole Urban
Nicole Repasky
Bharathy Surya Prakash
© Qweek/iStockphoto
This book was set in 10/12 NewCaledoniaLTStd by SPi Global, Chennai and printed and bound by Strategic Content Imaging.
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ISBN: 978-1-119-39220-0 (PBK)
ISBN: 978-1-119-39226-2 (EVALC)
Library of Congress Cataloging-in-Publication Data
Names: Aaker, David A., author. | Moorman, Christine, author.
Title: Strategic market management / by David A. Aaker, Vice-Chairman,
Prophet, Professor Emeritus, University of California, Berkeley, Christine
Moorman, T. Austin Finch Sr. Professor of Business Administration, Fuqua
School of Business, Duke University.
Description: Eleventh edition. | Hoboken, NJ : John Wiley & Sons, Inc., 2017.
| Includes bibliographical references and index. |
Identi?ers: LCCN 2017029437 (print) | LCCN 2017034381 (ebook) | ISBN
9781119392224 (epub) | ISBN 9781119392217 (pdf) | ISBN 9781119392200 (pbk.)
Subjects: LCSH: Marketing—Management. | Strategic planning.
Classi?cation: LCC HF5415.13 (ebook) | LCC HF5415.13 .A23 2017 (print) | DDC
LC record available at
The inside back cover will contain printing identi?cation and country of origin if omitted from this page. In addition, if the ISBN on
the back cover differs from the ISBN on this page, the one on the back cover is correct.
This eleventh edition of Strategic Marketing Management continues its mission to help business
leaders develop business, brand, and marketing strategies that lead to enduring competitive
advantage—a task that has become more daunting over the years. In most markets, competitors
are reaching parity on basic functional bene?ts. As a result, creating and protecting strong
customer relationships and ongoing innovation is more important than ever and requires a strong
marketing strategy and organization to make it happen.
Developing and implementing strategies is now very different from only a few decades ago
when business environments were more stable and simpler. Every market can now be described as
dynamic—with Internet entrants, new business models, global competitors, and customers who
seek engagement and quality. As a result, ?rms need to be able to adapt strategies in order to stay
relevant. It is a challenging and exciting time—full of opportunities as well as threats.
Several unique aspects of the book have been retained:
A business strategy focus that includes consideration of product/market scope, value
proposition, assets and competencies, and functional area strategies.
A structured strategic analysis, including customer, competitor, market, environmental,
and internal analyses, leading to an understanding of market dynamics that is supported
by tools, frameworks, and planning forms.
A detailed discussion of the various types of customer value propositions as the basis for
strong customer relationships and brands. A strategy requires a compelling value
proposition to be customer driven and successful over time.
A deep discussion of how to grow the company by energizing the business, leveraging the
business into new areas, creating new businesses, and going global.
A comprehensive analysis of how to harness the key organization activities to create an
effective strategy for long-term performance.
A view of strategy emphasizing the dynamic nature of markets, which requires customerdriven strategies. It also details paths to break from the momentum of the past to generate
creative strategies and offerings.
The eleventh edition re?ects the following revisions:
Chapter 5, “Environmental and Strategic Analyses,” has been updated to focus on
contemporary trends. It combines materials from the previous Chapter 6 to integrate ?rm
strengths and weakness with environmental threats and opportunities in SWOT analysis as
well as scenario and impact analysis. Details on ?rm performance metrics from the
previous Chapter 6 have been retained and put into Appendix A at the end of the book.
Chapter 6 (old Chapter 8), “Creating Advantage: Customer Value Leadership,” offers a
concise overview of alternative value propositions and how a ?rm achieves customer value
leadership through points of parity and points of difference. It also overviews key threats
to customer value leadership, including failure to select a focus and to align the business
model. The concept of synergy is introduced in Chapter 6 as part of achieving customer
value leadership.
Chapter 7, “Building and Managing Customer Relationships,” and Chapter 8, “Creating
Valuable Customers,” are both new to the book. These chapters include several of the
customer-related ideas in different chapters in the tenth ediction. Chapter 7 examines
managing the customer journey and customer experiences—two emerging topics
important to practice. Chapter 8 offers a tutorial on how to ensure that companies not
only create value for customers, but also that the company has valuable customers that
contribute to its performance. Using customer lifetime value tools, the concept of
customer equity is introduced and evaluated.
Chapter 16, “Harnessing the Organization,” has been revised extensively to focus on a
broader array of factors associated with a customer-centric organization, including culture,
competencies, structure, metrics and incentives, leaders, and employees.
Chapter 17, “How Marketing Creates Value for Companies,” is new to the book. This
chapter examines customer equity and brand equity discussed in earlier chapters with a
focus on how these assets improve ?rm value—both revenues and stock market
performance. The latter is shown to be achieved by in?uencing the speed, level, volatility,
and vulnerability of company cash ?ows.
Each chapter (except Chapter 1) contains two new “Best Practice” case studies—one
digital and one global. These case studies were written to focus on successful companies—
large, small, product, service, B2B, and B2C—and to highlight aspects of their strategies
that correspond to the chapter topic. Discussion questions at the end of each case will
allow instructors to turn to these mini-cases during class to discuss what these companies
did well and to examine challenges to their success going forward.
The “Case Challenges for Part I and II” in the tenth edition have been moved to the end
of the book into a section called “Case Studies.” The following cases have been retained and
updated, “The Energy Bar Industry,” “Assessing the Impact of Changes in the Environment,”
“Contemporary Art,” and “Dove.” “Competing Against Walmart” has been changed to
focus on “Competing Against Amazon” given it now appears to be the “industry giant.”
Chapter 1 introduces concepts of business strategy and strategic market management. The goal of
sustainable competitive advantage (SCA) is discussed in detail because it drives all chapters that
follow. Part I of the book, Chapters 2–5, covers strategic analysis with chapters discussing
customer, competitor, market, environmental, and internal analyses.
Part II of the book, Chapters 6–17, covers the development, implementation, and evaluation
of strategy. Chapter 6 examines alternative value propositions that can be adopted by the company
and the importance of achieving customer value leadership. Chapters 7 and 8 focus on the allimportant role of the customer relationship, including building and managing strong customer
relationships and managing customer equity. Chapters 9 and 10 consider how to create valuable
brands and to develop brand equity. The next four chapters present growth strategies—energizing
the business (Chapter 11), leveraging the business (Chapter 12), creating new businesses
(Chapter 13), and managing global strategies (Chapter 14). Chapter 15 discusses setting priorities
among business units and managing investment and divestment decisions for future growth.
Chapter 16 examines the organizational challenges underlying the implementation of marketing strategy and offers solutions in the form of developing a customer-centric organization. Finally,
Chapter 17 examines how strong marketing assets in the form of strong customer relationships and
brands produce value for the company.
This book is suitable for any course in a school of management or business that focuses on the
management of strategies. In particular, it is aimed at:
The marketing strategy course, which might be titled Strategic Market Management,
Strategic Market Planning, Strategic Marketing, or Marketing Strategy.
The policy or entrepreneur course, which might be titled Strategic Management,
Strategic Planning, Business Policy, or Entrepreneurship.
The book is also designed to be used by managers who need to develop strategies in dynamic
markets—those who have recently moved into general management positions or who run small
businesses and want to improve their strategy development and planning processes. Another
intended audience is general managers, top executives, and planning specialists who would like an
overview of recent issues, frameworks, and tools in strategic market management.
The eleventh edition is accompanied by a revision of the extensive instructor’s resource guide
authored by David Aaker and Christine Moorman, which is located on the book’s companion
Web site at The resource guide has a set of lecture suggestions for
each chapter, a test bank, several course outlines, case notes, recommended external cases to be
used with select chapter, and case notes. An Image Gallery, containing all ?gures and tables in the
text, will also be available for instructors.
This book could not have been created without help from friends, students, reviewers, and
colleagues at the Haas School of Business and at Prophet. Special thanks to research assistants at
the Duke University Fuqua School of Business who supported this revision, including Ishita Anil,
Dion Aviki, Danilo Haliz, Maddie Hilal, Brittany Holland, Anant Johri, Shreyas Jayanth, Emily
Madden, Sarah Memmi, Debra Origel, Nishant Samuel, Dana Vielmetti, Scott Wallace, and
Hillary Weiner. Your insights and support were essential to this revision. Thanks to Leah Porter,
John Carmichael, and Mark Brodeur at Nestle who helped with the pet food example used in the
planning forms and to Ricardo Guerra from Itau for his assistance in constructing the best practice
case study. Finally, thanks to Edward Holub for his outstanding editorial support.
We are pleased to be associated with the publisher, John Wiley, a world class organization,
and its superb editors—Rich Esposito (who helped give birth to the ?rst edition), John Woods,
Tim Kent, Ellen Ford, Jeff Marshall, Judith Joseph, Ja…
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